Changing strategic postures of overseas Chinese firms in emerging Asian markets

• Published in: Management decision Vol. 37; no. 5; pp. 445 - 457
• Main Authors: Li, Ji, Khatri, Naresh, Lam, Kevin
• Format: Journal Article
• Language: English
• Published: London MCB UP Ltd 01.06.1999; Engineering, Chemical & Marine Press Ltd; Emerald Group Publishing Limited
• Subjects: Business strategy; China; Chinese culture; Collectivism; Corporate culture; Cultural change; Decision making; Emerging markets; Foreign investment; Influence; Kinship; Managers; Manufacturers; Manufacturing; Market strategy; Markets; National cultures; Organizational structure; Statistical analysis; Studies; China; National cultures; Markets; Business strategy; China
• ISSN: 0025-1747; 1758-6070
• DOI: 10.1108/00251749910274225

One of the most important cultural values in Chinese societies is family-oriented collectivism. This cultural value has had much impact on the structures and strategies of overseas Chinese firms. Influenced by this cultural value, traditional Chinese firms prefer family ownership and stress hierarchy and centralized decision making, which in turn influence the business strategies of these firms. In recent years, however, the majority of Chinese societies have been in transition, and traditional Chinese culture is also changing. These developments have brought about changes in strategies of the overseas Chinese firms. To study these changes, this paper focuses on the manufacturing industries in a major emerging market, China, and reports evidence of changes in both culture and business strategy of overseas Chinese firms. Concludes with a discussion on the implications of the findings for both researchers and practitioners.